Centre name: ICS Learn

Candidate name: Fahad Yahya Ali Al-Kastaban

CIPD Membership 49730823 ICS student 21026879
Number: number:
Qualification title: CIPD Level 5 Diploma in HRM
Unit title(s): Resourcing and Talent Planning Unit code(s): (R50-
5RSTOLG2)
Assessment number 5

*Online Class Date 10th of May 2018 *Tutor Name Keith Watson
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1st Submission Date 28th of May 2018 Word Count 4063
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 Resourcing and Talent Planning

Question 1

Evaluation of the Major Labour Trends in the UK and Other Countries

Over the years, the United Kingdom (UK) has experienced a rapid change in its labour
market in a number of ways. For a case in point, the UK labour was at its lowest between
2008 and 2009 following the global recession. The Gross Domestic Product was one of the
major areas that experienced this blow thereby affecting the livelihoods of the people across
the different economic sectors. However, unlike other European nations, the UK was able to
get back at its feet quicker based on its flexibility economy. It is important to note, however,
that the US labour market is even more flexible than that of the UK. After the recession, the
UK showcased a constant and gradual growth in terms of its GDP (Clasen, 2011, p. 2).

The increased uses of technology as well as modern forms of business have further paced
the UK and other nations at a better position in terms of improving their market trends. For
example, online gambling has been depicted as one of the fastest growing industries in the
UK, China as in many other parts of the world. Notably have been the immense provisions
that exist within this growing industry. Ayetuoma, Swailes, and Handley (2016, p. 104)
indicate that the online gambling business has grown to be one of the richest business
ventures in the world today. Despite the many hurdles that the UK economy has undergone
through, it has been able to come out stronger and more robust than ever. As such it is
expected that the industry will further go to even greater economic heights in the near future.

The Significance of Loosening or Tightening of the labour Market

Baldwin-Edwards (2011, p. 19) postulates that tight labour markets usually occur in
instances where there is inadequate information, knowledge or skills pertaining to the
specific element in that labour market. Whereas, the loose labour markets are usually seen
in the context where the information, skills, and knowledge are in surplus in handling any
eventuality that may occur within the labour market. Some of the areas in which the loose
labour market is easily visible include the recruitment, selection and most importantly
retention of the staff (Clasen, 2011, p. 8).

In this regards then, Horton (2010, p. 51) hypothesize that both the tightening and the losing
elements may impact quite strongly on the labour market thereby affecting its operations.
For instance, the losing labour market may require the provision of firm recruitment and
retention of the prospective employees, especially in a highly competitive market. Here
Armstrong and Taylor (2014, p. 21) note that the presence of a loosening market is an
indication that the prospective employees have in excess of supplies within that particular
labour market. A lot of controversies and endless debates have rocked both scholars and
practitioners on the best ways in which the losing and tightening of the market can be
controlled. Baldwin-Edwards (2011, p. 28) argues that understanding that both the
loosening and tightening of the market as being quite recurring in nature may help in the
formulation of the desired solution. Here, tight labour markets are depicted as being a norm
and that most of its challenges usually emanate from the aging population within a definite
workforce. On the other hand, it can be noted that the best way in which an individual can be
able to cope within tight markets is through making certain that there are fewer people with
fewer capabilities for the successful completion of the project at hand (Pennell, 2010, p.
289).
Question 2

Role of the Government, Employers and Trade Unions in Safeguarding the Future Skills

The Government or the State has been stated to be a vital organ when it comes to the
running of the business within any nation (Armstrong and Taylor, 2014, p. 34). As a result,
both the role of the state and that of the trade unions have over the years transformed. In
addition to that, has been the impact brought about by the increased globalization,
liberalization as well as privatization elements within the diverse spheres within the market.
Due to the abovementioned concepts, pressure has mounted on business leaders to be able
to listen and take care of both the needs and demands of the employees within their firms.
Through this realization, both the government and the trade unions should take the upper
hand in changing the existing policies and procedures so that they are able to meet the
current needs of the market.

In a number of countries such as the UK, the US, and China among others, the trade unions
have been noted to play vital roles when it comes to the required transformations of the
business place. Despite this encouraging trend, it has been predicted that different firms will
now be forced to make their own internal changes and strategies so as to adapt to the ever
competitive market. Pilbeam and Corbridge, (2010, p. 124) emphasize that the government
and the trade unions should be able to take vital roles in safeguarding both the wellbeing of
the employees and their employers.

DiPrete, Goux, Maurin, and Quesnel-Vallee (2006, p. 311) assume that the most effective
way in which the state can be able to fully safeguarding the future of the employees and the
employers is through the reducing the impact of laws and other regulations as they pertain to
the labour market. Croteau and Wolk (2010, p. 59) describe a flexible labour market as that
which has less intervention and directive of the state as compared to the competitive market
of labour. Indeed a flexible labour market has the numerous advantages that usually offer
limitless benefits to the employers. In a flexible market, it is quite easy for the firm to be able
to hire or fire employees through the use of quite simple procedures. This notion is pushed
by the growing globalization that has pushed firms towards adopting the right strategies that
can allow them to quite competitive within the market. On the other hand, it becomes even
easier for the productivity of labour to similarly increase with the increased competition within
the market. Pilbeam and Corbridge (2010, p. 112) note that it is also the preference of
many employees to work in firms that are flexible in terms of their structures. The main
reason behind this has been the fact that such environments offer suitable working
conditions and improve their lifestyle within the workplace.

The union’s role cannot be ignored if the current and future problems facing the problems
are anything to go by. Here, the trade unions have been noted to be the ideal platforms that
can assist the employees in transforming the mechanisms of their employment relations.
Some of the important concepts that should be attractive enough for both the employees
and the employers include the property ownership, foreign direct investment, and shares. Of
importance to note also is the fact that the trade unions should be able to adopt diverse
models for the development of both the employers and their employees (DiPrete, Goux,
Maurin, and Quesnel-Vallee, 2006, p. 319).

Question 3

Main Principles of Effective Workforce Planning

Never have organizations faced immense challenges as those in the modern day world.
Most of these pressures usually emanate from internal and external forces that push firms
towards adjusting their mechanisms and thus focus on effective workforce planning.
Effective workforce planning comes an as an ideal way that can handle the rapid technology
as well as the automation processes that constantly affect the normal operations of jobs
within the industry (Ebbinghaus, 2011, p.315). In the same way, address the challenges
associated with handling traditional jobs.

In this regards then, workforce planning is usually handled in two main ways; strategic
workforce planning and operational workforce planning. According to Nugent (2017, p. 23),
strategic workforce planning tends to require a lot of time since it evaluates and forecasts
some of the vital roles that firms are most likely to play in the future. For this case then, it is
of great essence that firms are able to proactively asses the external environment as the
surest way in which they can be able to prepare for any prospective changes in the near
future. In addition to that, they are able to take into consideration as well as account for the
anticipated business cycle that may affect their normal operations (Horton, 2010, p. 20).

Operational workforce planning is focused on the short-term demands of the firm, unlike the
strategic workforce planning. In the operational workforce planning, an intense consideration
of the existing talent and ability of the staff to providing extra manpower is largely put into
consideration (Ebbinghaus, 2011, p.317). In order for the above-mentioned aspect to be
actualized, there is the need of making certain that all the skills and competencies pertaining
to the firm are wholly assessed for them to work consistently with the set business goals and
operations.

Whether a firm wishes to undertake strategic workforce planning or operation workforce

planning, it is vital that it is able to put into consideration a number of elements so as to
wholly achieve the same. Of great importance is the need of re-looking at the hiring
guidelines with respect to the modern day technological dynamics and disruptions. Here, it
has been noted that the traditional way in which firms could simply screen their potential
employees based solely on their experience is no longer effective in the modern day
business undertakings. As such, the best ways in which firms are able to get the best
individuals for their organizations is through assessing their competencies as well as skills in
regards to the particular job at hand (Pennell, 2010, p. 289).

Through effective workforce planning, the employers are put into the task of ensuring that
their employees are able to attain the highest level of skills throughout their career in the
firm. Notably is the need of making certain that the employees are able to advance their
human capital skills on the longer period as opposed to simply focusing on the present. In
order for the set workforce planning to actualize, then the employees should be able to take
ownership of their career and skills development within the job place. Such endeavours lead
towards lifelong learning and a promising career. Nugent (2017, p. 38) states that it has
never been late for one to turn around their career and be able to align it with respect to the
demands of the market. Further to that, is the important role played by the HR that can go a
long way in ensuring that the business is able to operate more strategically?

Question 4

a. Succession and career development plan

Stahl et.al (2012, p. 25) hypothesizes that succession planning and career development is
aimed at the identification and development of future leaders within a particular firm.
Armstrong and Taylor (2014, p. 37) add that succession plans are driven towards the
addressing some of the inevitable changes that may affect an organizational abruptly. Some
of these issues include employees’ resignation, retirement, sickening or even death of the
employees. The purpose of having an effective succession and career development plan is
to guarantee that the business’ operations will still continue to operate smoothly through the
comprehensive identification as well as training of prospective workers to take key roles.
There are seven ways in which a firm can be able to realize its plan. One is the need of
being proactive with succession planning through taking enough time to find a potential
candidate for the set leadership role. Next is the need of keeping an open mind as well as
making one’s vision known to the rest of the staff? In addition to that, there is the greater
need of making certain that the training provided for is able to attain top notch or peak
performers which can be actualized through mentoring relationships as well as intensive
training. Last but not least are the needs of undertaking trial runs and also utilizing one’s
plan for the importance of hiring the needed strategy (Schweyer, 2010, p.2).

b. Contribution to plans for Downsizing an Organization

Global firms in the recent firms have been known to undertake a downsizing of their firms for
a number of varied reasons Croteau and Wolk (2010, p. 61). For instance, a firm may
engage in the downsizing of its organization due to poor or lack of motivation for the staff or
even a prior planned downsizing strategy. Here there are five elements that can help a firm
to be able to meet all their needs as they pertain to a comprehensive downsizing of a
business. One is the importance of being totally transparent to the staff on how the firm is
operating, its difficulties, and most vital the kind of steps that the management hopes to take
to avert the situation. Second, is timing that comes as a way in which a business can be able
to address any occurrences at the right and precise time to avoid losses and thus save the
whole business from a possible collapse. Third, is the prerequisite of planning thoroughly
with clear goals, and set plans for recovery in case of any eventuality Stahl et.al (2012, p.
26). The fourth aspect calls for the needs of allowing sufficient time for both the development
and the implementation of the intended plan of action. The fifth element calls for the
management having a personal touch by warranting a fair and logical strategy for
downsizing the firm.

c. Advancement of Job Descriptions, Person Specifications, and Competency

Frameworks

Schweyer (2010, p.6) indicates that best ways in which can be able to develop the most
effective and competency effective frameworks are through ensuring that the workforce is
able to showcase the needed expertise. In addition to that, both the recruitment and
selection of the employees should be handled in a more effective manner. Stahl et.al (2012,
p. 31) asserts that having reliable tools that can be able to evaluate performance even more
effectively can go a long way in advancing the employees’ careers in the firm. Other aspects
that can assist in increasing competencies include the adoption of customized training and
professional development for the staff and ensuring a sufficient succession plan (Horton,
2010, p. 51).

Question 5

a. Main Legal Requirements In Relation To Recruitment and Selection

Rothwell (2010, p. 49) postulates that recruitment and selection within any firm forms one of
the important roles of the Human Resources. As such, it is vital for the proper considerations
to be undertaken when trying to attain this important activity. For this reason, there are
certain legal requirements that should be deliberated when it comes to both recruitment and
selection. Some legislation that has been noted in the world today include the Equality Act
2010, which was enacted to ensure a replacement of a number of legislation such as The
Equal Pay Act 1970, The Employment Equality (Religion or Belief) Regulations 2003, and
The Equality Act(Sexual Orientation) Regulations 2007. Through the enactment of some
legislation, employees and prospective employees are safeguarded against a number of
issues that may affect their performance or even employment to certain positions in some
firms (Cannon and McGee, 2007, p.67).

Generally, the recruitment of employees in the firm may present a number of challenges not
only for the management but also for the employees. Thus the coming in of some legal
considerations provides the needed guidelines that can help in making the process not only
fair but also legal in all its undertakings (Pilbeam and Corbridge, 2010, p. 124). For a case in
point, all types of discrimination direct, indirect, discrimination by association or even
perception are largely illegal as they may interfere with the whole recruitment and selection
process. On the other hand, any forms of victimization and even harassment are not allowed
in the workplace. In order for the legal requirements to work fully in the workplace, they
have to attend to the very detailed differences and demographics of all the employees within
the workplace. For instance their age, various form of disability, gender reassignment,
marital status, sex, race, religion and sexual orientation among others.

b. Strengths and Weaknesses of Recruitment Processes

A firm may choose to adopt the use of one or more methods of recruitment in the workplace.
The selected method is largely drawn from the suitability, cost, convenience or urgency of
the recruitment process and the kind of goals that the management is hoping to attain in the
end. This section will discuss two main methods that are commonly used in the recruitment
process namely; online job boards (websites) and recruitment agencies. Online job boards
and websites are usually used by firms which do not have strong employee brands
regardless of whether the firms are small, medium or big. Some of the advantages
associated with this method include the fact that they are cost-effective and in most
instances tend to speed up the recruitment venture of the advertising firm. Further to that,
the use of this method is more effective in that it attains a global reach associated with
instant applications. However, this method has a number of limitations among them the
attracting huge number of people that are not adequately prepared or lack the right
specifications of the jobs. In the same way, the method may be perceived as being
discriminatory since it does not bring on board candidates who are not computer literate
(Rothwell, 2010, p. 49).

Recruitment agencies have also formed an important way in which firms can be able to
recruit potential employees. Pennell (2010, p. 290) describes recruitment agencies as
private firms which offer either temporary or permanent job placements. The advantages of
this method are noted in their expertise of selecting the right candidates from the target
market and also the likely hood of getting quality staff as they have already been pre-
screened. Nonetheless, there are some shortcomings of using the recruitment agencies, for
example, the huge costs associated with such agencies charge up to 20% of the appointee’s
salary. Also is the fact that some candidates may prefer to have direct dealings with
potential employees.

Question 6

a. Reasons why People Leave or Remain in Organizations and Costs for Dysfunctional
employee Turnover

Every business in the world presents numerous challenges to the overall running of the firms
as well as the people involved in them such as employees. It is for this reason that
individuals may choose to remain or leave some firms because of diverse reasons. Croteau
and Wolk (2010, p. 64) state that people with a good set of skills are most likely to find the
best industry that matches up with their qualifications for their ideal employment. This notion
can be noted across a number of firms from the manufacturing, service, and gambling
industry among others. Another common problem commonly noted is the issue of cost of the
employee. Here an employee evaluates on what they seek to gain or lose while working for
a specific firm in the long run (Pilbeam and Corbridge, 2010, p. 124).

The issue of salary is another underlying factor that can either lead to employees leaving or
staying within a specific firm (Nugent, 2017, p. 39). An increase in the salaries may lead
towards the retention of most employees while low salaries may contribute towards huge
numbers of employee abandoning their employment. Important to note also is the issue of
job profile which should be consistent with the needs and qualifications of the employees.
Other elements that can also affect this phenomenon include inefficiencies, narrow ideas
and cumbersomeness of the tasks in the job place.

According to Armstrong and Taylor (2014, p. 47), dysfunctional employee turnover does
cause harm to the firm. This is drawn from the fact that the costs accrued from such an
eventuality always exceed those of the potential gains. In a number of instances, many of
the employees who opt to leave their firms might be top performers whose record has
proven that their work is directly related to the profits the firm is making. In other instances,
the employees who are leaving may be having skills that are unmatched by any other
employee and thus hard to come by. In the end, it becomes quite hard and costly for the firm
to be able to both recruit and hire the required ideal replacements (Ayetuoma, Swailes and
Handley, 2016, p. 127).

b. Strengths and Weaknesses of Talent Retention

Employee and talent retention process remain the responsibility of the Human Resource
Department. This role has become even more important based on the fact that there have
been an increasing number of employees who leave from one firm to another in no time. A
firm that is able to make sure that it has a higher retention rate saves itself a lot of funds as
well as time in undertaking both selection and recruitment processes. Cannon and McGee
(2007, p.78) indicate that one of the benefits of employee retention is the reduced costs and
immense benefits noted in the hiring cost for new prospective employees. It is also vital for
experience employees who feel that they have not been compensated enough and thus
choose to leave the firm for better employment. Rothwell (2010, p. 49) retention in the firm
may go a long way in making certain that strong employee retention is attained and thus
promote loyalty for the overall benefit of the firm.

Some of the cons associated with employee retention include the possibility of having the
non-performing employees being retained in the firm. In this case, the firm should be able to
take into greater consideration the kind of employees that should be retained to ensure it
does not lose in the end. Group-ism in the firm forms another possible aspect that may
make retention to be viewed in a different light as the remaining employees may now
overestimate their worth and thus form negative influences among each other. Last but not
least is the bad working environment that is likely to be created once the retention takes
centre-stage and erodes the organizational culture (Pilbeam and Corbridge, 2010, p. 146).
Question 7

Summary of Good and Lawful Practice for the Management of Dismissal, Retirement and
Redundancies

Any decision that a firm makes in regards to the hiring, dismissal, retirement among other
redundancies should be carefully thought and be guided by the set rules and legislation of
the nation. This is vital as it leads to the avoidance of many legal truces that may destroy the
reputation of a firm and its operations. One of the most important undertakings that any firm
should put into consideration is the essence of applying the Equality Law across all the
employees. Any forms of discrimination in the workplace should wholly be avoided so as to
ensure consistencies and healthy working conditions within the organization Rothwell et.al
(2010, p. 189).

It is through the use of the Equality Law that a firm can be able to structure itself in line with
what is expected of them in terms of ensuring that the firm meets all mandates. This is
because the Equality Law applies to whichever the size of a firm, or sector that an individual
is in, does not mind the number of employees in the firm or if the organizational decisions
are made formally or informally. Here, working on the best practices when it comes to both
dismissal as well as disciplinary aspects is a great essence as it forms the surest way in
which an organization can be able to avoid tribunals.

Issues pertaining to good and lawful practice for the management of dismissal and
retirement have been on the rise in the recent past and thus become an important subject of
interest for all the stakeholders involved in the running and management of the firm. A study
carried out by Pilbeam and Corbridge (2010, p. 128) indicated that there has been a 56
percent increase in the number of claims brought forward pertaining to the aforementioned
aspects. Unfair dismissal, breach of contract as well as redundancy in regards to pay claims
has risen by over 17% over the past few years. The situation is further worsened by a delay
in such cases being heard and determined in the courts and tribunals.

 
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